Stop employee burnout in its tracks

The overwhelming majority (91%) of professionals in the UK work outside of their contracted hours to some degree, with over half (57%) saying they do so often, according to our 2025 Hays Working Well Report. Our research, which is based on a survey of over 3,600 respondents, also uncovers that more than half (54%) often feel stressed at work.

These statistics paint a bleak picture for workplace wellbeing. But where does that leave your workforce? If you’re not careful, your employees could be heading down a one-way road to burnout. And there are only two possible exits before their gloomy destination: their current employer makes an effective, conscious effort to boost employee wellbeing, or they find solace in a new job.

Widespread burnout could result in a staff retention crisis

Supporting and protecting the wellbeing of your workforce is more than just the right thing to do; it’s business critical. From increased absenteeism to staff retention difficulties, the impact of poor employee wellbeing can be catastrophic for organisations. In fact, more than a third (39%) of professionals have quit a job because they felt their employer didn’t adequately support their wellbeing, according to our research. And those who don’t leave may mentally check out, hurting productivity and morale. It’s vital for employers to act before disengagement becomes irreversible – and this starts by understanding some of the key influencing factors of stress and poor wellbeing in today’s workforce.

Overworked and underpaid: a recipe for burnout

The leading work-related issue contributing to negative wellbeing is high workload, reported by 46% of professionals, followed by inadequate compensation and benefits, cited by 39%. With high workload coming in at the top spot, it’s no wonder that 91% are having to work outside of their contracted hours. This can lead to a damaging cycle of being overworked, not getting enough time to unwind outside of working hours, and growing feelings of resentment.

How can employers stop the cycle?

There’s no overnight fix when it comes to employee wellbeing. That said, a good place to start is by listening to the needs and feelings of your workforce, whether that be through the means of employee feedback, exit interviews, engagement surveys, or even informal one-to-ones. This should then help you identify where workloads need to be redistributed, where processes should be streamlined, and where expectations have quietly inflated without review. Use this as an opportunity to reinforce boundaries around workload and working hours with a top-down approach, and prioritise fair compensation and flexible work options to help rebuild trust.

Build wellbeing into your strategy with regular check-ins, visible leadership support, and encouraging the use of any wellbeing tools that your organisation offers – ones that some of your employees may not even be aware they have access to.

Employers need to lead by example

Maintaining a clear divide between work and personal life has long been a key indicator of good wellbeing. Yet in recent years, the shift away from traditional working patterns has blurred those boundaries for many. Even annual leave – a time specifically set aside for rest – doesn’t always offer true relief, with nearly a third (31%) of professionals saying they struggle to switch off from work while away. With work bleeding into the home lives of many professionals, employers have a part to play in setting healthy norms. That means questioning your own behaviours. Do you send emails during annual leave or late at night? If so, you could be setting a damaging precedent. Your silence – or your reply – sets the standard that your workforce will likely follow.

Small policy shifts, such as discouraging out-of-hours communication or setting ‘no contact’ guidelines across the team, including yourself, can have a significant impact. Make sure your employees have adequate cover while on holiday, have set an out-of-office reply on their emails and – if they do still send emails when they’re not supposed to be working – politely let them know that they should refrain from doing so in future.

Key takeaways: from stressed out to supported

Burnout is the product of unchecked habits, silent expectations and a lack of meaningful support. It won’t disappear overnight or without action, but employers can take a much-needed step in the right direction by listening, modelling healthy behaviours, and challenging the ‘always-on’ mentality. When employees feel seen, heard and respected, they won’t just survive the workday – they’ll thrive beyond it.

Want to find out more about the current state of wellbeing in the workforce and how to stave off employee burnout? Download our 2025 Hays Working Well Report.